yabs.io

Yet Another Bookmarks Service

Viewing weinreich's Bookmarks


[https://conjointly.com/kb/nonequivalent-groups-analysis/] - - public:weinreich
quantitative, research - 2 | id:350192 -

The Research Methods Knowledge Base is a comprehensive web-based textbook that addresses all of the topics in a typical introductory undergraduate or graduate course in social research methods. It covers the entire research process including: formulating research questions; sampling (probability and nonprobability); measurement (surveys, scaling, qualitative, unobtrusive); research design (experimental and quasi-experimental); data analysis; and, writing the research paper. It also addresses the major theoretical and philosophical underpinnings of research including: the idea of validity in research; reliability of measures; and ethics.

[https://uxplanet.org/designing-emotional-ui-b11fa0fda5c] - - public:weinreich
design, product, technology - 3 | id:310211 -

Pyramid of Users' Needs - Aarron Walter, the author of Designing for Emotion, used a Maslow’s hierarchy of needs to create the pyramid of user needs. At the bottom of this pyramid, you can see the baseline characteristic of any product — functionality (does this product work?). Next comes reliability (is this product reliable?), usability (is this product easy to use?), and, finally, pleasurability (does this product makes us feel good when we use it?). Pleasurable products connect with users on an emotional level, and this feature makes them want to use it more and more.

[https://www.luca-dellanna.com/thoughts-of-the-week-61/] - - public:weinreich
behavior_change, social_change - 2 | id:310160 -

It’s not that all change is bottom-up, but: long-lasting change usually is (here is why) it’s always worth asking yourself if what looks like a top-down change was initiated the bottom-up way. This phenomenon applies to many contexts: companies pivoting to what others (the bottom-up) proved working, managers promoting those employees who demonstrated deserving it, gatekeepers opening up once someone demonstrated having a (bottom-up) following. The top-down usually follows the bottom-up. More precisely, it goes as follows: The bottom-up initiates change, locally. If it sustains over time, the top-down formalizes it. The rest of the population adopts it, even if it lives far from who initiated point (1). The implication is: if you want change, do not live under the illusion that you need to wait for the top-down to give you the green light. The top-down will give you the green light once it is shown that your idea works (and it’s on you to show them).

[https://www.ghspjournal.org/content/7/3/404] - - public:weinreich
behavior_change, how_to, strategy - 3 | id:310060 -

To maximize the impact of Zika prevention programming efforts, a prioritization process for social and behavior change programming was developed based on a combination of research evidence and programmatic experience. Prioritized behaviors were: application of mosquito repellent, use of condoms, removing unintentional standing water, covering and scrubbing walls of water storage containers, seeking prenatal care, and seeking counseling on family planning if not planning to get pregnant.

[https://docs.google.com/document/d/1clGjGABB2h2qbduTgfqribHmog9B6P0NvMgVuiHZCl8/mobilebasic?fbclid=IwAR2CvGMxxgs8GV9ACTquyG0TRAc_0XB6Tolf4FHnW-wCQ_ADZhqtx5pGZVg] - - public:weinreich
ethics, research - 2 | id:309996 -

Isolation measures to contain the spread of COVID-19 means that social researchers who have for doing fieldwork in a pandemic - specifically, ideas for avoiding in-person interactions by using mediated forms that will achieve similar ends. Social research has been conducted online for many years, of course. There are many examples of using online survey tools or doing content analyses or ethnographies using existing online interactions as research materials. Interviews have been conducted by phone or Skype for a long time. This document was initially directed at ways for how to turn fieldwork that was initially planned as using face-to-face methods into a more ‘hands-off’ mode. However, people have added useful material about ‘born digital’ research (content already generated on the internet by online interactions), which provides an alternative source of social research materials if researchers decide to go down that path.

[https://www.cambridge.org/core/journals/behavioural-public-policy/article/personalized-nudging/E854A04226DEA94B623ECA2ACF64C8D0/core-reader] - - public:weinreich
behavior_change, design, target_audience - 3 | id:309764 -

Nudges have been critiqued for being too blunt of a tool. For instance, a retirement savings default may be helpful for a group of employees on average, but subgroups, say under-savers or over-savers, might be helped or harmed by this one-size-fits-all approach. As such, there have been calls to develop a more personalized approach to nudging (see here in our collection: “Imagining the Next Decade of Behavioral Science”). This paper outlines two dimensions that behavioral scientists could consider when designing personalized nudges: choice personalization and delivery personalization. Think of choice personalization as “personalization within nudges”—the method of nudge has been set (say, a default) but is tailored to specific individuals (different default leves of retirement contributions, for those over-savers and under-savers). Think of delivery personalization as “personalization as across nudges”—understanding the most effective method to nudge a certain individual. Personalizing nudges does come with data privacy and legal concerns, but these can be overcome, the paper argues.

[https://scienceforwork.com/blog/training-make-change-stick/] - - public:weinreich
behavior_change, management, training - 3 | id:309763 -

Key Points: Behaviour modelling training (BMT) is a popular training intervention which focuses on changing behaviours on the job. BMT improves trainees’ knowledge, skills, and desired actions on the job You can design BMT to work even better, for example by describing both the “what” and the “why” of the new behaviors trainees learn

With marked bookmarks
| (+) | |

Viewing 351 - 400, 50 links out of 4885 links, page: 8


Export:

JSONXMLRSS